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www.matchboxgroup.com ignite. involve. inspire. Time a Goals: Good time productivity and e everyone's sense person, has their project managem Time Manageme prioritizing the mo doing them in a fo thinking clearly an It is crucial to be Urgent vs. doing trap of racing to g important. We ne important things a recharging ourse Using Brain Scie characters will be our work. We ne activities to balan need to bring the Urgent green qua Scheduling is ra day, based on ou find certain activit done every day. specific times of d The Myth of Mul productive when potential efficienc time. Focus is p attention to one th completion. It als accomplishment. Page 1 of and Project Management e and project management enables us to incre efficiency. It also strengthens morale by increa e of accomplishment. Every team, and even e own unique best answers for both good time ment. ent is not about watching the clock. It is about ost important things to do; and whenever poss ocused manner. It requires a strategic mindse nd for the greatest long term good. aware of two competing pressures: Doing wha g what is Important. It is easy to fall into the ur get compelling things done, even if they’re not eed to engage our Thinker to make sure we do as well (planning, relationship building, and ev elves). ence, we can consciously decide which brain e most helpful as we determine our priorities a eed to bring the Thinker forward in all Urgent nce the F-Response energy of the Caveman. e passion of the Caveman to the Important but adrant. arely simple. Energy levels rise and fall during ur individual physiology and on how energizing ties. Important items from Quadrant 2 are bes When we can, limiting email and interruptions day can be very helpful. ltitasking. It’s easy to feel like we’re more we juggle tasks. In reality, we lose 20-40% of cy when we try to do multiple things at the sam powerful (as we have seen before). Giving our hing at a time improves quality as well as spe so lowers stress and improves our sense of . 6 ease asing every and t sible, et for at is rgency t o ven and do We t Not the g we st s to f our me r full eed of

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www.matchboxgroup.com

ignite. involve. inspire.

Time and Project Management

Goals: Good time and project managementproductivity and efficiencyeveryone's sense of person, has their own unique best answers for both good time and project management.

Time Managementprioritizing the most importadoing them in a focusedthinking clearly and for the greatest long term good.

It is crucial to be aware of two competing pressures: Doing what is Urgent vs. doing what is trap of racing to get important. We need to engage our Thinker to make sure we doimportant things as wellrecharging ourselves

Using Brain Sciencecharacters will be most helpful as we determine our priorities and do our work. We need to bring the Tactivities to balance the need to bring the passion of the Caveman to the Important but Not Urgent green quadrant.

Scheduling is rarely simple. day, based on our individual find certain activitiesdone every day. specific times of day can be very helpful.

The Myth of Multitaskingproductive when we juggle tasks.potential efficiency when we try to do multiple things at the same time. Focus is powerful (as we have seen before). Giving our full attention to one thing at a time improves quality as well as speed of completion. It also lowers stresaccomplishment.

Page 1 of

Time and Project Management

: Good time and project management enables us to increase efficiency. It also strengthens morale by increasing

everyone's sense of accomplishment. Every team, and even every person, has their own unique best answers for both good time and project management.

Time Management is not about watching the clock. It is about the most important things to do; and whenever possible,

focused manner. It requires a strategic mindset for thinking clearly and for the greatest long term good.

It is crucial to be aware of two competing pressures: Doing what is vs. doing what is Important. It is easy to fall into the urgency

racing to get compelling things done, even if they’re not e need to engage our Thinker to make sure we do

things as well (planning, relationship building, and even recharging ourselves).

Brain Science, we can consciously decide which brain characters will be most helpful as we determine our priorities and do

ur work. We need to bring the Thinker forward in all Urgent activities to balance the F-Response energy of the Caveman. We need to bring the passion of the Caveman to the Important but Not Urgent green quadrant.

is rarely simple. Energy levels rise and fall during the our individual physiology and on how energizing

find certain activities. Important items from Quadrant 2 are best When we can, limiting email and interruptions to

specific times of day can be very helpful.

Myth of Multitasking. It’s easy to feel like we’re more productive when we juggle tasks. In reality, we lose 20-40% of our potential efficiency when we try to do multiple things at the same

is powerful (as we have seen before). Giving our full attention to one thing at a time improves quality as well as speed of

It also lowers stress and improves our sense of accomplishment.

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ncrease by increasing

Every team, and even every person, has their own unique best answers for both good time and

about whenever possible,

It requires a strategic mindset for

It is crucial to be aware of two competing pressures: Doing what is fall into the urgency

even if they’re not e need to engage our Thinker to make sure we do

(planning, relationship building, and even

brain characters will be most helpful as we determine our priorities and do

energy of the Caveman. We need to bring the passion of the Caveman to the Important but Not

Energy levels rise and fall during the physiology and on how energizing we

tant items from Quadrant 2 are best hen we can, limiting email and interruptions to

40% of our potential efficiency when we try to do multiple things at the same

is powerful (as we have seen before). Giving our full attention to one thing at a time improves quality as well as speed of

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ignite. involve. inspire.

S.M.A.R.T. Goalsand time bound. They give a group a clear, common focus. reduce doubt and procrastination. and increase motivation.

Projects pass through several identifiable • Scoping - stakeholder identification, requirements, issues• Planning - task identification/assignment, milestones, budgets• Executing - tracking, issues, communicating, progress• Closing - Documenting, admin tasks, lessons, celebrating

There are many workable names and variations for these stages, and far more to project management than we are stating here. This list helps you make sure that you have the big stages in place.

In-depth Scope and Phigher quality executionorders). If speed-right the first time” inspires higher levels of employee and customesatisfaction. As the old saw goes, “measure twice, cut once”. Innovation is often the result of deep thinking and brainstorming about how to find a solution in a novel way.

Allen, David. Getting Things Done: The Art of Stress

Print.

Covey, Stephen R., A. Roger. Merrill, and Rebecca R. Merrill.

to Learn, to Leave a Legacy. New York: Simon & Schuster, 1994. Print.

Rubinstein, Joshua S., David E. Meyer, and Jeffrey E. Evans. "Executive Control of Cognitive Processes in Task Switching." Journal of Experimental Performance 274.(4) (2001): 763-97. Print

Page 2 of

Goals are specific, measurable, achievable, relevant, They give a group a clear, common focus. They

reduce doubt and procrastination. They help you measure success, motivation.

Projects pass through several identifiable Stages: stakeholder identification, requirements, issues task identification/assignment, milestones, budgetstracking, issues, communicating, progress, etc.

Documenting, admin tasks, lessons, celebrating There are many workable names and variations for these stages, and far more to project management than we are stating here. This list helps you make sure that you have the big stages in place.

Scope and Planning Stages can result in a shorter and execution stage (less rework, far fewer change-

-to-market is not critical, taking the time to “get it right the first time” inspires higher levels of employee and customesatisfaction. As the old saw goes, “measure twice, cut once”. Innovation is often the result of deep thinking and brainstorming about how to find a solution in a novel way.

Works Cited

Getting Things Done: The Art of Stress-free Productivity. New York: Penguin, 2003.

Covey, Stephen R., A. Roger. Merrill, and Rebecca R. Merrill. First Things First: To Live, to Love,

. New York: Simon & Schuster, 1994. Print.

Rubinstein, Joshua S., David E. Meyer, and Jeffrey E. Evans. "Executive Control of Cognitive Journal of Experimental Psychology: Human Perception and

97. Print

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are specific, measurable, achievable, relevant, They

They help you measure success,

task identification/assignment, milestones, budgets

, etc.

There are many workable names and variations for these stages, and far more to project management than we are stating here. This list helps you make sure that you have the big stages in place.

shorter and

market is not critical, taking the time to “get it right the first time” inspires higher levels of employee and customer

Innovation is often the result of deep thinking and brainstorming

. New York: Penguin, 2003.

First Things First: To Live, to Love,

Rubinstein, Joshua S., David E. Meyer, and Jeffrey E. Evans. "Executive Control of Cognitive Psychology: Human Perception and

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ignite. involve. inspire.

1. Notes on using the GRIP model to build a stronger team.

2. Notes on using the Team's Best DNA ex

3. What are the most important thingsschedule of everything else?

4. Note two things that fall in each quadrant

Red (Important and Urgent)

Green (Important not Urgent)

Orange (Not Important but Urgent

Black (Not Important, not Urgent)

Page 3 of

model to build a stronger team.

Team's Best DNA exercise to build a stronger team.

things (big rocks) around which you must create your

things that fall in each quadrant for you

but Urgent

Black (Not Important, not Urgent)

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around which you must create your

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ignite. involve. inspire.

5. What is one thing that you KNOW have positive results in your life?

6. What can you do to increase the amount of time you spend in the Urgent quadrant ?

7. Of these four items: Prioritizing, Scheduling, Focus, and Delegation, which the best at doing?

Which would you most like to improve?change?

8. What is the best time of day for you to plan? Why?

9. What will you do to reduce interruptions in

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What is one thing that you KNOW that if you consistently did it superbly well would positive results in your life? What quadrant does it fall in?

What can you do to increase the amount of time you spend in the Important / N

items: Prioritizing, Scheduling, Focus, and Delegation, which are

Which would you most like to improve? What would that be the impact of that

What is the best time of day for you to plan? Why?

do to reduce interruptions in your day?

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did it superbly well would

Important / Not

are you

What would that be the impact of that

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10. Which of my goals would benefit by being made more SMART?

11. Notes about Scoping

12. Notes about Planning

13. Notes about Executing

Tracking

Communicating

Revising the plan

Page 5 of

Which of my goals would benefit by being made more SMART?

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14. Notes about Closing

15. Notes about the project to identify Litle's Best DNA

16. Notes about the project to help people understand the development and you have accomplished in this Leadership University.

17. Notes about _______________

Page 6 of

Notes about the project to identify Litle's Best DNA

help people understand the development and growth that Leadership University.

Notes about _________________________ project

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growth that

Twenty Tips On Improving Your Time Management By Phillip R. Graf

1 in your hand, but use a phone holder for your shoulder. Welcome it when the party you

the phone resting on your shoulder, it frees both hands to work on the short projects you keep handy, review informational items, sign correspondence and purchase orders, etc.. Some of the best and quietest time you have is while you

e

day! 2. Make appointments to call by phoneand forth trying to call and catch one another in the office. Make an appointment with the secretary to re-call at a specific time. As always, for appointments and meeting, be on time. Reinforce the concept and it will continue to work for you. 3. Make drop-in your last- or at least take less time. First, you should stand up when they drop in. That cuts the visit in half. Next, walk around your desk toward the intruder. That will stop them. Then, get the edge on the conversation

them for advice on specific projects, or take the drastic

right now. 4. Another thought on drop-ins. Have no chairs in your office. Unless you have continuous meetings (necessary ones, of course) in your office, keep a few chairs close by and bring them in when needed. 5. is a great way to end requests for approval or information I you have difficulty getting such responses on time from others. If they doncan go ahead, assuming you have the authority and know what to do in the first place. 6. Cluttered desks can cause competing responses. Some managers seem to be able to work in offices that look like they were hit by gale force winds, while others should,

the current project or tasks on which you are working on your desk. Put everything else behind you, beside you, or in something. 7. Your desk position. Even if you have the ability to concentrate intensively, peripheral vision will take its toll. Can you move your desk, work table, or chair to cut down on the unavoidable peripheral movements your eye will catch. 8. Do your meetings start late? Then start them on time.

reviewing what was covered in the first part of the meeting. Cover the important things in the meeting (which you should do even if no one is late) and the late arrival will probably be embarrassed on once, at least without good reason. 9. Just one time-

t be a paper shuffler.

10. Whatchamacallit? If you have one, or at least you

(band aids, aspirin, ribbon, pliers, thumbtacks, etc.) go in one drawer, instead of spread throughout the office. The

you need it. 11. Not in prime timeyou do your best thinking, planning, writing, or problem-solving in the morning, schedule appointments and meetings in the afternoon (if you have a choice). If vice versa, so be it. Maximize your productivity during your prime time. 12. How about quiet time? Some offices would be best having a day-to- -half hour (e.g., 8:00 to 8:30 a.m.) to get their plans for the day ready, rather than doing lower priority tasks. Reminder: Those who fail to plan, plan to fail. 13. Meetings. Eliminate the coffee, water, ash trays, and even provide uncomfortable chairs. Or better yet, no chairs. If you need a one-half hour meeting,, start at one-half- hour before lunch or before quitting time (i.e., if the attendees are not on diets or are clock punchers.) Plus, a zillion other things. More on meetings some other time. 14. Give you systems the KISS test, i.e., Keep It Simple,

overlooking what you want it to do. Make it achieve your objective, and then leave it alone. 15. A letter for letter may not always be necessary, especially on internal correspondence. With the high cost of letters try writing your answer across the bottom or in

photocopy is cheaper then a typed response. 16. your recommendation? If subordinates tell you that they reached a point in a project or problem at

own the responsibility and authority you want them to have and grow with. 17. Hopping around can be fun, but it can also be ineffective. Determine your priorities for the day, start with the most important task, finish it or go as far as you

busy with being effective. 18. Unfinished business is your business. If something is important enough to start, it is important enough to finish.

20. You have as much time as I- no more, no less. Invest it wisely.

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